CASE STUDY: ORGANISATIONAL CULTURE
TRANSACT INSURANCE LTD
TOTAL NUMBER OF WORDS: 4,621, 17 PAGES.
TABLE OF CONTENTS
ORGANISATIONAL CULTURE AND CHANGE
Background and Definition
Characteristics of Culture
Observed behavioural regularities
Dimensions of Culture
A LEARNING ORGANISATION
Culture Facilitating Learning
Diagnosing Organisational Culture
TRANSACT INSURANCE LTD
CHANGES AFFECTING AND EFFECTING TRANSACT
Leadership and Power
Support and Empathy
Empowerment and Personal Responsibility
21ST CENTURY ORGANISATIONS
ORGANISATIONAL CHANGE WITHIN TRANSACT’
Assess the Current Culture
Set Realistic Goals Impacting on Bottom Line
Recruitment of Personnel
Removing evidence of old cultures
Change must happen from the top down
Transact Insurance Ltd is currently undergoing some changes in its organisation as a result external impacts on its environment. This change has also meant a change in the organisations culture and way of operating. As a result, they have faced some challenges and difficulties in implementing this culture change.
My discussion will look at firstly look at defining culture and change. Its characteristics and dimensions are explained and defined it an attempt to understand what organisational development is all about. Once the definition and understanding is clarified, I will look at how we can assess culture within an organisation. Once cannot attempt to change something if you don’t fully understand it.
Transact Insurance Ltd is operating within the 21st century and I will highlight aspects of organisations operating within the 21st century and along side that define what a learning organisation is all about. This being critical for success in today’s fast changing environment.
A critical look will then follow of where Transact Insurance Ltd is at present in relation to culture and change and where it ideally should be. Inclosing I will make recommendations based on the above assessment which will assist the organisation with moving from its current state to its desired state.
2. ORGANISATIONAL CULTURE AND CHANGE
1. Background and Definition
Change, massive and fast-paced change is impacting on all facets of society, creating new dimensions and great uncertainty. As changes occur in the workforce, technology, economy, legislation, competition, social trends and world politics, it is inevitable that managers and organisations will have to initiate change interventions to adapt to these changes in order to survive. It is evident in so many organisations today that unless managers adapt to changes, they will not survive. Transact Insurance LTD (herein referred to as Transact), board of directors responded to the increasing competitiveness and the need to improve customer service and by doing so employed a new managing director in an attempt to bring about positive change. Changes such as improving quality, increasing innovation, adopting a customer orientation are so fundamental and often times means changing the organisational culture.
Every organisation has a culture. However, like many other concepts, organisational culture is not defined the same way by any two popular theorists or researchers. Some of the definitions of culture in Gibson, Ivancevich, Donelly (2000) describe it as: ▪ Symbols, language, ideologies, rituals, myths.
▪ Organisational scripts...
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Harvey, F.H., & Brown, D.R. (1996). An experimental approach to organizational development (5th ed.). New Jersey: Prentice-Hall.
Gibson, J.L., Ivancevich, J.M., Donnelly, Jr.J.H. (2000). Organizations: Behaviour, Structure, Processes. (10th ed.). New York: McGraw-Hill.
Manetje, O., Martins, N. (2009). The relationship between organisational culture and organisational commitment. Southern African Business Review, 13 (1), 87-111.
Schein, E.H. (1990). Organizational Culture. American Psychologist, 45(2), 109-119.
Davidson, G., Coetzee,M., Visser, D. (2007). Organisational culture and financial performance in a South African investment bank. SA Journal of Industrial Psychology, 33(1), 38-48.
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